Governance at Machine Speed -Gambling Regulatory Authority of Singapore’s on AI, Compliance and Harm Minimization
Mon Jan 26 2026
In this conversation, Estelle Quek, Editorial Director of CIO ASEAN, speaks with Anand G.A, Digital Services Lead for Africa, Middle East, and Asia at Mondelez International, on turning digital ambition into measurable business outcomes.
The conversation was about how Mondelez navigates rapid technology shifts with a principle of being “as common as possible, as different as needed,” ensuring scalable AI platforms while tailoring experiences to local markets. Success depends on data quality, governance, and talent readiness, not just technology.
Mondelez approaches AI adoption through two lenses: everyday productivity tools for employees and deliberate enterprise-scale game changers that transform manufacturing, supply chain, and sales. Governance is central, with a global AI board ensuring ethical use, bias control, and consumer data stewardship. Capability building spans both technology and business functions, supported by structured upskilling programs and internal platforms like Workday. When integrating AI into legacy operations, Anand stresses that people and data matter more than systems, strong change management and data governance are critical. Looking ahead, FMCG players can collaborate on standards and share data responsibly while competing in the marketplace. For talent strategy, Anand advocates a “step in, step out, step up” framework, encouraging employees to embrace AI, offload repetitive tasks, and elevate to higher-value roles.
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In this conversation, Estelle Quek, Editorial Director of CIO ASEAN, speaks with Anand G.A, Digital Services Lead for Africa, Middle East, and Asia at Mondelez International, on turning digital ambition into measurable business outcomes. The conversation was about how Mondelez navigates rapid technology shifts with a principle of being “as common as possible, as different as needed,” ensuring scalable AI platforms while tailoring experiences to local markets. Success depends on data quality, governance, and talent readiness, not just technology. Mondelez approaches AI adoption through two lenses: everyday productivity tools for employees and deliberate enterprise-scale game changers that transform manufacturing, supply chain, and sales. Governance is central, with a global AI board ensuring ethical use, bias control, and consumer data stewardship. Capability building spans both technology and business functions, supported by structured upskilling programs and internal platforms like Workday. When integrating AI into legacy operations, Anand stresses that people and data matter more than systems, strong change management and data governance are critical. Looking ahead, FMCG players can collaborate on standards and share data responsibly while competing in the marketplace. For talent strategy, Anand advocates a “step in, step out, step up” framework, encouraging employees to embrace AI, offload repetitive tasks, and elevate to higher-value roles.